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Date Created: 12/22/15
JOHN DANIEL Northville, Michigan 48168 firstname.lastname@example.org (248) 207-3375 • SENIOR LEVEL MARKETING/SALES & OPERATIONS/BUSINESS MANAGEMENT • (National & International) Areas Of Expertise Include… - P&L MANAGEMENT - STRATEGIC PLANNING - STAFFING & SELECTION - - STRATEGIC MARKETING & SALES MANAGEMENT - INTERNATIONAL OPERATIONS MANAGEMENT - - FINANCIAL MANAGEMENT - BUDGETING & COST CONTROL - MERGERS & ACQUISITIONS - - NEW BUSINESS DEVELOPMENT - CUSTOMER SERVICE - CONTRACT/NEGOTIATIONS - - NEW PRODUCT & SERVICES DEVELOPMENT - PRODUCT MANAGEMENT - - BUSINESS CONSOLIDATION - SUPPLY CHAIN MANAGEMENT – LEAN SYSTEM IMPLEMENTATION A Strategic Visionary Leader… Creative, Skilled And Very Competent… Pro-Active, Driven And Results Oriented… Possess Proven People Skills… An Effective Motivator And Team Builder… An Excellent Communicator, Written And Verbal… KMT Waterjet Systems, Baxter Springs, Kansas. Business Director 2011 – Present. The company is a high pressure water jet pump manufacturer with $300 million sales. The company holds the #2 market share position in the world. Markets served are automotive, industrial, aerospace, food, defense, alternative energy, oil/gas, chemical, mining, and construction industries. • Turned around the largest revenue business segment from losing market share by identifying and addressing key process bottle necks, increasing overall service levels, driving culture change to implement best in class business practices to grow both sales and profits. • Leaned out an "order to shipment process" to attain a 20% increase in output; optimizing inventory levels to support a same day shipment model for product. • Transformed a Technical Service Group from an expense to a revenue-generating department ($300,000 annually @ 50% margins). • Initiated a future design concept to utilize control systems via the internet to maintain and monitor equipment. • Increased company service coverage ; launched an e-Commerce site to streamline customer ordering. • Transitioned a passive Customer Service Group to a proactive Inside Sales Group projecting a 20% increase in annual sales. Cutting Tec Consulting, Northville, Michigan. Senior Consultant, 2009 – 2011. Facilitate consultative services for various manufacturers with regard to new business and market strategies, mergers and acquisitions; business turn-around; grow, exit or sell business strategy recommendations; as well as new company start-up and capital funding for business ventures. Clients Include :Morgan Technical Ceramics, KMT Waterjet, BASF, Modular Aluminum Technology, Flotronics, Mckinsey consulting and private equity firms. • Spearhead the acquisition activity for a global material company from due diligence, ITAR & government relations, to total integration management. Personally work with investment bankers, attorneys, marketing, human resources, technology, EHS and operations to ensure a smooth transition. • Identify and execute business turn-around strategies. Involving marketing, sales, operations, engineering, and finance. • Design and develop operational lean programs for customer implementation to grow both sales and profits via a pull through product strategy. Kennametal (2005-2009) Latrobe, Pennsylvania (2005-2007) & Farmington Hills, Michigan (2007-2009) The company is a tooling and advanced materials manufacturer with $2.6 billion sales. The company holds the #1 market share position in the U.S. More than 50% of revenues come from overseas; markets served are automotive, industrial, aerospace, defense, medical, alternative energy, oil/gas, chemical, mining, and construction industries. Director, Global Rod Business, 2007 – 2009. Successfully managed global P&L for a $100,000,000 business segment. Managed the Farmington Hills manufacturing location, successfully grew global sales and profits, and developed strategic three and five-year business plan. Managed production locations to attain greatest global profitability (three in North American, two in Europe, and one in China). Managed inventory, launching of new products, sales, customer service, human resources, finance, and information technology, and was involved with M&A activities by reviewing acquisition targets. Effectively worked with R&D in the development of new products. • Grew sales by 17% while reducing inventory levels by 66%, increased margins by 10%, and increased EBIT from 8% to 13%. Successfully managed the global supply chain and global business. • Launched eight new global products that proved to diversify and significantly grow profits and sales. • Reduced product processes and material costs by 3% annually and grew profits. • Streamlined and implemented Lean Techniques; this increased efficiency and cut quote time from one week to four hours. • Diminished product lead-times from one month to fewer than five days by launching the pallet program. • Increased machine utilization from 70% to 90% by reducing set-up times and implementing preventative maintenance programs. • Alleviated product variation by implementing SPC on material formulation and processes. • Achieved a “World-Class Voice of Customer and Employee” rating. • Solidified close working relationships with the supply manufacturing locations via weekly meetings. • Implemented Environment, Health, and Safety procedures ensuring compliance to company, state, and federal regulations and attaining an injury free environment. • Reduced energy consumption by 10% per year by implementing energy efficiency improvements. • Reduced quality levels from 500 PPM to 0 PPM, through effective process control. Director, Marketing, Sales & New Product Development, 2005 – 2007. Was P&L accountable for $230,000,000 of product at ten global sites, effectively managed marketing and sales for the automotive, industrial, energy, aerospace, defense, and medical markets. Created and implemented strategic business plans, and hired and trained a global high-performance marketing, sales, and new product development teams. Was involved in M&A activities for new business acquisitions, and managed new product development and new market penetration. Focused on a 33% U.S., 33% Europe, and 33% Asia Pacific strategy for revenue generation, and launched a new manufacturing plant in China to expand sales into the Asia Pacific region. • Increased sales for the Engineered Products Group from $145,000,000 to $230,000,000 within two years. • Increased EBIT from 8% to 13% through value selling, value pricing, and cost reductions. • Managed a global marketing, sales, and new product development group of eighty professionals. • Revolutionized the way to market by selling an engineered solution to the end customer resulting in increased revenue and earnings with direct control over end market customers. • Mitigated a 300% increase in raw material costs by way of pricing and cost reductions. • Generated over 45% of sales from new products which consequently drove company overall profits. • Integrated ten business units into one custom focused group. • Established marginal product segments through price increases or product changes. Exited declining product segments. • Developed a turbo-charger bushing to penetrate the OEM marketplace with wear resistant, fast growth, and high profit parts. • Grew the Asia Pacific market to 33% of the business revenue by hiring, coaching, and grooming a high-performance global sales and marketing team; adopting a even global revenue strategy between Europe, U.S. and Asia. • Launched a manufacturing plant in Tianjin, China to support the Asia Pacific marketplace. Eaton Corporation & Sumitomo Electric, J/V Engineered Sintered Components, Southfield, Michigan. The company is a JV between Eaton Corporation ($8B in sales) and Sumitomo Electric ($11B in sales); a Tier I supplier of powder metal components serving the automotive and industrial markets. Products include valve seats, valve guides, engine sprockets, VVT sprockets, clutch hubs, ABS rings, compressor plates, and high-volume engineered components for PowerTrain and chassis applications. Director, Marketing & Sales, 1996 – 2004. Managed a $1,300,000 annual budget. Hired, trained, and supervised a marketing and sales group targeting OEMs, Tier I, Tier II, and the industrial markets. Grew sales by 15% a year; increased company profits through annual product cost reductions; negotiated and won long-term contracts with Ford, Toyota, Honda, Nissan, and GM. Reduced lead times by redesigning internal processes; also directed design to incorporate features to keep competitors at bay. Managed cost reductions, pricing, margins, and the quoting activities; traveled to the parent company in Japan to coordinate marketing and sales activities; ensured all customer mandates were met; championed quality and on-time delivery; maintained Q1 status; and managed overdue customer collections. Personally presented sales and marketing activities to the Board. • Developed and implemented strategic market plans to grow sales and profits; ultimately tripled the size of the business from $25,000,000 to $75,000,000. • Hired and trained a customer centric sales and marketing organization of ten. • Implemented a pro-active customer focused culture within the organization. • Reduced product costs by 5% per year through VA/VE analysis. • Developed and launched a patented gear set, for an automotive hydraulic cooling system, resulting in sales of $2,000,000 at 50% margins; this grew to a $5,000,000 segment. • Diversified into the industrial markets and doubled industrial revenue to represent 10% of sales. • Designed and implemented new materials for customer applications; these were higher-performing materials with better wear and machine-ability, at lower costs, while selling at a higher price due to added value to the customer. This helped drive Fords sales from $5,000,000 to $12,000,000 on new engine product penetration. • Launched and grew the General Motors account to $20,000,000 within four years. • Increased product margins by 3-5% per year through process and product cost reductions, thereby driving profits. • Reduced quote lead-times from one month to one week through process re-engineering. • Reduced costs and expenditures through attaining higher efficiencies; consistently executed within budgets. • Improved quality performance from over 1000 PPM to 0 PPM through focus meetings and targeting proactive resolutions. • Drove on-time performance from 60% to 99% through streamlining manufacturing processes. Chaired weekly meetings to resolve concerns. • Penetrated the VVT marketplace to carve out an $8,000,000 piece of business. Prestolite Wire Corporation, Southfield, Michigan. The company is a Tier I supplier with $175,000,000 in sales to the OEMs. The products include ignition wire sets, wire assemblies, battery cables, UL wire and cable, and telecom wire. Marketing Manager, 1989 – 1996. Developed very effective sales and marketing plan. With a clear understanding of market directions, developed products to meet customer and market needs. Managed the pricing and quoting activities, trained and supported sales efforts, and launched new products and programs. • Developed and executed a visionary strategic market and product plan to grow sales from $125,000,000 to $175,000,000. • Increased margins by 20% via value added design changes on new engines. • Revised customer approach to penetrate Honda, Nissan, and Yamaha, resulting in $20,000,000 per year of new sales over three years. • Launched six programs by managing a cross-functional team of purchasing, engineering, finance, sales, and manufacturing personnel, to stay within budgets and meet timetables. • Managed long-term contracts with Ford to ensure that all cost and product benchmarks were achieved; managed a 5% annual product cost reduction. • Developed and launched a new anti-lock brake cable design to achieve an additional $10,000,000 in sales with 45% margins. • Reduced quote turnaround time by 66% by re-engineering the quote process. • Launched an aftermarket product-line to attain a 30% sales growth to the aftermarket by leveraging our OEM designs. • Launched an international sales network into the Asia Pacific markets selling the wire and cable product-line thereby increasing exports by 300%. FORMAL EDUCATION University of St Francis Ft Wayne, Indiana Master of Business Administration: International Finance University of Notre Dame Notre Dame, Indiana Bachelor of Science: Mechanical Engineering Bethel College Mishawaka, Indiana Bachelor of Arts: Mathematics Additional Professional Training Lean Green Belt Certified • Socratic Selling Skills Training LANGUAGES French & German
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